Sales Department Research Articles

Audio‐visual aids

CURRENT AFFAIRS FILMSTRIPS. Issued monthly by The New York Times, Office of Educational Activities, Times Square, New York 36, New York. Silent. Black and white. Sale only. $15.00 for series of eight, including teacher's manuals. FOUR WAYS TO DRAMA. Educational Film Sales Department, University Extension Divison, University of California, Los Angeles 24, California, 1951. 40 minutes. Sound. Black and white. Apply. 1. THE EARS AND HEARING. Encyclopaedia Britannica Films, 1950. 10 minutes. Sound. Black and white. Sale, $58.00. 2. PAY ATTENTION: PROBLEMS OF HARD OF HEARING CHILDREN. New York University. 30 minutes. Sound. Black and white. Sale, $120.00. Rental, $6.00. 3. EYES THAT HEAR. Volta Bureau, 1946. 15 minutes. Sound. Black and white. Apply. ROOM FOR DISCUSSION. Encyclopaedia Britannica (EBF), 1952. 25 minutes. Sound. Black and white. Sale 5100. ORGANIZATION DISCUSSION GROUPS. Encyclopaedia Britannica (EBF), 1953. 25 minutes. Sound. Black and white. Sale. $100. HOW TO CONDUCT A DISCUSSION. Encyclopaedia Britannica (EBF), 1953. 25 minutes. Sound. Black and white. Sale, $100.

British Standard Specifications

Copies of the following specifications may be obtained from the BRITISH STANDARDS INSTITUTION, Sales Department, 24 Victoria Street, London, S.W.I, at the prices indicated

Air-depolarized Primary Cells

BRITISH STANDARD SPECIFICATION NO. 1335 ; 1946 (Publications Sales Department, British Standards Institution, 28 Victoria Street, London, S.W.I. 2s. post paid) prescribes the minimum rating of air-depolarized-type primary cells on continuous discharge and gives the methods of test on which the rating is based. An air-depolarized cell is defined as a primary cell with two electrodes, one mainly of carbon and the other of zinc, in an electrolyte of ammonium chloride, or other salts, or caustic soda, and in which the depolarization is mainly effected by air, to which free access must be given. A nomenclature is prescribed for the designation of the cells, a letter representing the type, and a number the size of cell. The letter code to be used consists of : A, D, W,R, S, and C , for air-depolarized, dry, wet, round, square and caustic soda, cells respectively. The quality of the materials to be used, the dimensions of the electrodes, containers, connecting wires and terminals of the cells are also specified in detail.

Sales Departments

Download Hi-Res ImageDownload to MS-PowerPointCite This:Chem. Eng. News Archive 1946, 24, 24, 3323-3325

Discussion

Journal AWWAVolume 33, Issue 11 p. 1963-1963 Discussion Discussion W. A. Helbig, W. A. HelbigChemical Engineer, Sales Department, Darco Corp., New York City.Search for more papers by this author W. A. Helbig, W. A. HelbigChemical Engineer, Sales Department, Darco Corp., New York City.Search for more papers by this author First published: 01 November 1941 https://doi.org/10.1002/j.1551-8833.1941.tb14968.x AboutPDF ToolsRequest permissionExport citationAdd to favoritesTrack citation ShareShare Give accessShare full text accessShare full-text accessPlease review our Terms and Conditions of Use and check box below to share full-text version of article.I have read and accept the Wiley Online Library Terms and Conditions of UseShareable LinkUse the link below to share a full-text version of this article with your friends and colleagues. Learn more.Copy URL Share a linkShare onFacebookTwitterLinkedInRedditWechat No abstract is available for this article. Volume33, Issue11November 1941Pages 1963-1963 RelatedInformation

The Effect of Overhead Costs upon the Structure of the American Economy

The measurement of overhead costs in American industry is peculiarly difficult. The only way of arriving at such an estimate is through the Census of Manufactures which shows the value of net output and the total wages paid in each industry. As the value of net output is defined as the gross receipts minus the cost of the materials and fuels consumed in the course of production, a rough picture of the size of overhead costs can be obtained by subtracting the total wages bill from the value of net output, assuming that each industry is in such a state of prosperity that all costs of production are being met. The crudity of the estimate is occasioned by the fact that the value of net output is, in part, based on the selling value and not on the cost of production of the commodities turned out. Therefore, an estimate of the size of overheads, obtained by subtracting wages from net output, would include the following foreign elements: (i) the net profits earned;2 and, (2) in cases where separate sales departments are not operated, the cost of selling the article as well.3

Report of Subcommittee D on Recommendations of Referees

Journal Article Report of Subcommittee D on Recommendations of Referees Get access W C Jones, W C Jones Chairman Department of Agriculture, Richmond, Va Search for other works by this author on: Oxford Academic Google Scholar J W Sale, J W Sale Department of Agriculture, Richmond, Va Search for other works by this author on: Oxford Academic Google Scholar J A LeClerc J A LeClerc Department of Agriculture, Richmond, Va Search for other works by this author on: Oxford Academic Google Scholar Journal of Association of Official Agricultural Chemists, Volume 23, Issue 1, 1 February 1940, Pages 67–74, https://doi.org/10.1093/jaoac/23.1.67 Published: 21 February 2020

The Incorporation of a Sales Department as a Device to Secure Creditors

The Incorporation of a Sales Department as a Device to Secure Creditors

Leak Surveys of the Spring Valley Water Company

Journal AWWAVolume 21, Issue 8 p. 1010-1012 Article Leak Surveys of the Spring Valley Water Company† V. E. Perry, V. E. PerryManager, Water Sales Department, Spring Valley Water Company, San Francisco, Calif.Search for more papers by this author V. E. Perry, V. E. PerryManager, Water Sales Department, Spring Valley Water Company, San Francisco, Calif.Search for more papers by this author First published: 01 August 1929 https://doi.org/10.1002/j.1551-8833.1929.tb13726.x †Presented before the Superintendents' Round Table Discussion, the San Francisco Convention, June 11, 1929. AboutPDF ToolsRequest permissionExport citationAdd to favoritesTrack citation ShareShare Give accessShare full text accessShare full-text accessPlease review our Terms and Conditions of Use and check box below to share full-text version of article.I have read and accept the Wiley Online Library Terms and Conditions of UseShareable LinkUse the link below to share a full-text version of this article with your friends and colleagues. Learn more.Copy URL Share a linkShare onFacebookTwitterLinkedInRedditWechat No abstract is available for this article. Volume21, Issue8August 1929Pages 1010-1012 RelatedInformation

The Synchronization of Sales and Production

Abstract Since the early days of the United States, the fundamental economic factors governing American business, and business methods, have undergone a marked change. The era of exploitation of natural resources in a new country is past and the emphasis has been shifted from production to marketing and the means for effecting the coordination of the activities in these two important departments. Our prosperity, both agricultural and industrial, depends to a large extent upon the ability to export surplus production. Severe competition has developed from both domestic and foreign products and the rehabilitation of European industry will only serve to make the situation more acute. The persistence of a hand-to-mouth buying policy, and the development of the style factor, are other examples of the new economic era. The American executive has realized that the methods of yesterday are unsuited to the problems of today, with the result that a new technique is being developed which visualizes business as a coordinated and well-balanced whole. In the majority of cases, this coordination revolves about some kind of a budget. Operating schedules are based upon forecasts prepared by the sales department, which in turn presumably has made its plans upon careful market studies. It is thus possible to prepare a financial budget well in advance of operations and to estimate the effectiveness of the proposed program. The author gives some specific illustrations of the new method as applied in an organization producing a variety of products in scattered plants.

Learning from the Makers

HomeRadiologyVol. 11, No. 4 PreviousNext Learning from the MakersPublished Online:Oct 1 1928https://doi.org/10.1148/11.4.346MoreSectionsPDF ToolsImage ViewerAdd to favoritesCiteTrack CitationsPermissionsReprints ShareShare onFacebookTwitterLinked In AbstractThere is no greater mistake that radiologists may make than to imagine that manufacturers of X-ray apparatus, radium chemical companies, makers of screens and cassettes, and chemists who compound dyes and contrast media speak only through their sales departments. The research departments have something to say, and the messages which they convey from time to time in the columns of Radiology are well worth study.If a roentgenologist were forced to make his own Coolidge tube, his own fluoroscope, his own screens, compound his own gallbladder dyes, he would learn something in the processes which might assist him toward a more understanding use of these modalities. But in this age of specialization groups of experts produce these commodities, and in the process make valuable discoveries and learn ways to adapt them in practice.Since the educational and research departments of the manufacturing companies are broad-minded enough to realize that generalized information may be trusted to create uses, and that trade will naturally follow, professional men may well avail themselves of the suggestions put within their reach.The editorial policy of this journal embraces the publication of technical papers by research workers when such contributions are scientifically sound and of demonstrable value, and so long as there is no inclination to abuse the privilege by implied exploitation of products or processes.As a case in point, a paper on planning X-ray departments, both of hospital scope and for private installations, by the Director of the Engineering Service of the Victor X-ray Corporation. Mr. B. H. Arnold, and Mr. A. M. Obriecht recently appeared in this journal. We have in preparation a paper on fluorescent screens, emanating from the Research Department of the Patterson Screen Company.There exists a natural unity of purpose between him who devises apparatus and him who either actually uses it or prescribes its use. Radiologists can never alienate themselves from the makers of X-ray and pradium instrumentalities, nor have they intention or desire to do so, as evidenced by the sustained interest in the exhibits.Article HistoryPublished in print: Oct 1928 FiguresReferencesRelatedDetailsRecommended Articles RSNA Education Exhibits RSNA Case Collection Vol. 11, No. 4 Metrics Downloaded 4 times Altmetric Score PDF download

Billing Methods and Policies

Billing is one of the very important phases of utilities operation, for, in order to derive any revenues which make possible the existence of a water utility, it is necessary to render bills to the customers for service rendered. The billing department of a water utility must be efficient and accurate. Just as any successful corporation is largely governed by the efficiency and policies of its sales department, so it is with our billing department. The billing department must necessarily be accurate to render correct bills, thereby gaining the confidence of the public. This point should at all time be foremost in our minds, especially in these days when the large private corporations are inclined to discredit the efficiency and success of municipal utilities. A successful billing department should be courteous to its customers at all times. By taking pains to explain the reason for a large bill, which in the mind of the customer seems unjust, and by very often giving him the benefit of the doubt, we leave him satisfied and almost always convinced that we are working for his as well as our own welfare.

Some leaders of the A. I. E. E.

Calvert Townley, the thirty-second president of the Institute, 1919–1920, was born in Cincinnati, Ohio, Oct. 18, 1864. He prepared for college at Chickering Institute, that city, and was graduated from the Sheffield Scientific School of Yale in 1886. Returning there for a graduate course he received the degree of M. E. in 1888. A summer as a laborer helping to rebuild the burned station of the Brush Electric Light Co. of Cincinnati was followed by a seventeen year engagement with the Westinghouse Electric interests at Pittsburgh, Cincinnati, Boston and New York. Starting as road engineer, or trouble man, and later becoming designer of distribution systems he was shortly transferred to the sales department. Here, although officially free from engineering duties, his inclination led him to study the technical problems, first of electric light then of power and finally of traction. He was active in the Niagara Falls development, the equipment of the Boston subways, the New York and Brooklyn elevated systems and the New York subway. In 1904, he went with the N. Y. N. H. & H. R. R. as acting fourth vice-president, to electrify their line out of New York. About that time this railroad began acquiring utility companies, (largely trolley lines) and Mr. Townley was appointed first vice-president of the holding company to manage their utilities as a side issue. The “side issue” soon reached such magnitude that after completing electrification plans and drawing specifications, Mr. Townley asked to be relieved of construction duties and became consulting engineer for the New Haven Railroad thereafter devoting most of his time to executive management of the utilities. In 1911 he renewed his former connection with the Westinghouse Company as assistant to the president a position which he now holds. During the latter period, he has served as president of the Lackawanna & Wyoming Valley Railroad, vice-president of the Niagara, Lockport & Ontario Power Co., vice-president of the South Philadelphia Co., vice-president of the International Radio Telegraph Company and officer or director of many other companies. He has toured Europe and South America in professional capacity. During the war he superintended the erection of a turbine factory near Philadelphia, the output being very largely used for the Federal Government merchant and naval vessels.

Co-operation among X-ray Workers

THE importance and value of the X-ray as a diagnostic and therapeutic agent in the fields of medicine, surgery, and dentistry have grown to such an extent during the thirty years of its existence that the full-time services of several thousand individuals are required to carry on the work. Several thousand other individuals devote a portion of their time to this work. These workers may be divided into two major groups, the producers of the equipment and material required and the users of it. The producers may be referred to as the Manufacturing Group and the users as the Radiologic Group. The Manufacturing Group may be subdivided into several sub-groups ordinarily called departments, as follows: The research department, the production department, the educational department, the advertising department, the credit department, the accounting department, the sales department, and the service department. All these departments ordinarily work under the direction of an executive department, and each department, ...